Transcript
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Hello everyone, thank you again for joining me on another episode of the Dorsey Ross Show.
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Today we have a special guest with us.
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His name is Brandon Gano.
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He is a visionary entrepreneur who turned frustration into a successful business which he built, franchised and later sold for significant profit.
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Now, with his business partner and friend, shane Delaney, he's pioneering an unprecedented approach to educate and empower small business owners to achieve business growth like never before.
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Landon, thank you so much for joining me today.
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I am so happy to be here.
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Dorsey, thanks for having me, absolutely.
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Well, I usually like to start off with an icebreaker.
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So where did you grow up, and did that affect who you became?
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Yeah, that's a good question.
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So I grew up in the middle of New Jersey.
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It was a town called Bridgewater, a relatively big town these days, and did it shape me?
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I would say I mean it has to right.
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Wherever you are in life, at whatever stage you're at, I think it always shapes you in some way.
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If I was to think about the ways it shaped me, it definitely made me want to get away from people from some extent.
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Not that I have anything about people, but it's a very crowded town and as I was growing up it started to get just more and more crowded, with stores, subdivisions, all that fun stuff, and I just wanted to find a little breathing room.
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So I think it's definitely shaped me and actually prompted the move to where I am now in North Carolina, in the Raleigh area, where things are a little bit more spread out.
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But no, it was.
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Overall it was a pretty good place to grow up.
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Yeah, now, you mentioned actually I mentioned that you're a business owner.
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You're a Christian business owner, so can you share with us a little bit of your faith, your Christian story?
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Yeah, so I actually.
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I was introduced to faith more from the religion side.
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Growing up, I was raised Catholic.
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My parents, my grandparents were Catholic and for me it wasn't anything special.
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It was a ritual.
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You go to CCD classes once a week through kindergarten to eighth grade, which was annoying.
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I never wanted to go.
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I'm not a school person anyway.
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So you're telling me I have to go to more school about topics I don't understand, like not cool for me.
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And then you go to church and you stand up, sit down, stand up, sit down, kneel and then leave and nobody talks to each other.
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So like why are we doing these things?
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It doesn't make sense and it wasn't really integrated into our lives.
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So I went to college.
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That was my break-free moment, if you will, where I was able to.
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I never explored any other religions or anything like that, but I was just like all right, my life didn't really change, not going to church on Sundays, and I don't really know what that was anyway, I just know I didn't like it.
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So long story short, fast forward to pretty much until, Well, after I was married, right before we left New Jersey, we tried another church.
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It was a Christian church this time and it was more about like the rock concert at the church than Jesus.
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So it was kind of cool.
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Like at the time it was like all right, this is awesome, Like there's people here, they're fun.
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But then as we started to get into it, I realized that those people who were there on Sunday morning, I had a local business in the area and I would deal with some of them on Monday through Friday and they were two different people.
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The same person is two different people and I was like, wait a minute, this also doesn't make sense, because you're saying you're one thing on Sunday and then you're saying you're something completely different for the rest of the week, really from Sunday afternoon until the following Sunday morning.
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You are a different person.
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So I again just started to question some of that stuff and when we moved down here, we I said, let me, I have to try this again Like I really I felt God calling me back to the church, really through my wife.
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So praise, praise her for sure, and praise God.
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But we found this church.
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It's called Faith Baptist Church and it has been incredible.
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I mean, the focus of the message is only ever about the relationship with Jesus and being what the Bible calls a Christian and as a church too, so it is.
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I mentioned to you before we started recording I actually we're recording this on a Friday morning.
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Friday morning is my Bible study, our men's group, so there's about 20 of us 15, 20 of us to get together every Friday and we dive deep into the Bible and relate that to, of course, our lives, our challenges, our struggles, our businesses, and it's just a beautiful way to have that hope and that faith and know that you get that a couple times a week and it's not this religious thing anymore, it's a faith and it's a relationship.
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So very long-winded story.
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I'm sorry for that, but it took me a while to get here, and that's, I think, the whole point is.
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Everybody has a different story.
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That's mine, but hopefully that inspires somebody to continue pursuing or find Jesus for the first time.
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Right Now somebody to continue pursuing or find Jesus for the first time Right Now.
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You mentioned in our discussion before we're doing this now that you were doing.
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You had one business and you kind of said that you were struggling with that business not maybe struggling financially, but you're struggling with how you were dealing with it.
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But then you went to you know more, you implemented it into another business, implemented your faith into that more, and you said you were doing better with that business.
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How did that?
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How did that?
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Will you do that?
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Yeah.
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So that last business, which is the one that you kind of mentioned in my bio there yeah, I mean it was.
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It was a great business, it made money, it was successful.
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It kind of blew up and was successful relatively quickly and unexpectedly and big things came from it.
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But what I was struggling with was I lost a passion for it and it was because I kind of realized along that journey this was up in New Jersey I went from chasing the mission of what I started the business to solve really the problem that it's solved in the world and in the marketplace and I shifted to chasing money and dollar signs and I felt empty and I felt hopeless because I had it.
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It made money, I was profitable, I had all these things.
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None of it fulfilled me, which I know is not a story unique to me, but that's.
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I started to pursue bigger and better things and wanted to make the business even bigger and even more profitable and it was really in a disservice to my employees at the time, our customers and the vision of the business.
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So that's where I did turn it into a franchise.
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I went through that process, focused on the dollar signs, and it started to just become more and more apparent that the company I partnered with was snakes, we'll say.
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They were just not good people and they were selling these franchises to people and lying through their teeth about what they could produce.
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So ultimately they were saying things like if you invest in this franchise, it's going to cost you.
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The franchise fee was like $40,000 or $50,000.
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You pay that by the end of the first year in business, you don't have to work at all and it's going to produce a million dollars for you.
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And I was like what, how did I get here?
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How did we even get to this spot right now?
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And I felt disgusting about myself, to be honest with you.
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So that's really where the struggle came in, because I invested all this time and money and it was my dream to make this business into a franchise.
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And I had that moment of where I just, you know, I kind of snapped out of the trance I was in, if you will, and I was like this is not right, like I hate this, I hate everything about it.
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So I canceled all of our contracts, we ripped up, basically, that business and completely abandoned it before we stole anybody's money.
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Thank God, I said well, I'm not involved with this anymore, abandon it before we stole anybody's money.
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Thank God, I said, well, I'm not involved with this anymore.
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And then the other, my original location.
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I completely fell out of love with it and that's what the struggle was too, because I was like I don't want anything to do with this industry, I don't want anything to do with this business, and I ended up selling it in the middle of last year at this point, so I was able to kind of wipe my hands clean and walk away.
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But I still had that passion to serve small business owners and really give people the gift of business ownership, not business operatorship.
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And that's when I met my business partner, sean, who, again you mentioned in the bio, he has the very same passion, but he comes from a background of consulting the biggest companies in the world Nike, uber, johnson and Johnson.
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He's been doing this for 25 years and he's really, really effective at making very complex things extremely simple and scalable.
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And that's now what we do with our business, with our consulting business.
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We are both Christian men, incorporate faith very heavily into what we do, and we have just seen that because we've come together on them and I firmly believe God brought us together because there's no other way that we would have met.
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Not even by chance should we have ever met and gone into business together.
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But it's your purpose and your path.
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It's not hard.
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I don't wrestle with doing the work that we do every day like I did in that last business.
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I feel just completely at ease and guided.
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So it's been.
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For me, that's been the biggest difference, which I didn't even know was possible, because you always hear things like oh, business is hard, running a business is hard, being an entrepreneur is hard.
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No, it's not, not if it's your calling, you know that, first of all, the Lord has your back and, second of all, you're on your path.
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So, yeah, challenges come up, but that doesn't make it hard by any means.
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Yeah, what encouragement would you give to Christian owners or people of faith?
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You know who know God and trust in God, who may be, you know struggling.
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Who may be dealing, you know with.
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You know financial who may be dealing with you know you know sales are down.
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You know people are not coming into their store.
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Think of that nature.
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You know they're dealing with the big.
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You know people are not coming into their store.
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Think of that nature.
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You know they're dealing with the big.
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You know they're competing against the big box.
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You know retailers what encouragement would you give to them?
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Yeah.
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So I mean, what we teach people is a business model or a business operating system that focuses on simplicity and then scalability.
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So my question in that scenario would be are you struggling or are you going through this because you're listening to what the world has to say, or is it because is this truly what God has told you to do?
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Because we talk to a lot of people and they say, when they come to us, we want to grow our business, we want to make more money, we want to have more time.
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I'm like that's cool.
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Those are great reasons to consult with somebody.
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But why, I mean why, do you actually want to grow your business?
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And that makes people think for a minute.
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Because the world tells you you have to grow your business.
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I'm never going to tell you you have to.
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I can show you how.
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I can show you a very simple way how to do that.
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But it's not really about what I want.
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It's about what you want for you, your community, your family, yourself and your purpose.
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So I've talked to a lot of people that don't have a good answer to that question and they're struggling because they think they should grow or they think they should be this big thing, and they shouldn't.
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It's not what God has them to do.
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Ultimately, our job is to spread the good news, spread the gospel right.
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So what if you could be a solopreneur and perfect example?
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One of my good friends in my faith group, he's a carpenter like a general contractor.
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He does home maintenance work.
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Every house he goes into he gets to spread the good news and talk to people about Jesus and the gospel.
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He's making money, he's paying his bills, he's happy and he's doing his work on this earth.
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He doesn't have to scale his business If he doesn't really want to.
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If God isn't calling him to, that's totally fine.
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Could he run it more efficiently and profitable?
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Maybe, but it doesn't mean he's got to be this general contracting company doing 25 million in revenue with 50 employees.
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That would be out of line for him.
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So that's really where I want to start with people is why are you struggling?
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Is it your choice?
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Because you're following worldly things and worldly advice?
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Or are you really just not clear on how to get from where you are to where God has pointed you to be?
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And ultimately, that's between you and him.
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If it's a business structure thing, that's where I come in, but I really try not to intercede with people between them and their message from God, because that's just a one-on-one.
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Talking about the four D's delete, delegate, delay and do.
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How can a business owner leverage this strategy?
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typically what we'll see entrepreneurs do is they start doing everything and they get more into that operator side of things right instead of the business owner, and what ends up happening is everything that comes in they want to say yes to it, whether that's a question from an employee, whether that's a in order from a customer or a contract from somebody.
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And we need to just pause and say is this in line with our mission, our vision and who we are as a company and who I am as the leader of this business?
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So the order that people tack this in is do, delay, delegate, delete, which is backwards, but those four things.
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Very simply, what they mean is if something comes in, they ask, can I do this?
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And they immediately try to say yes or justify why it's a yes.
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Then they say, okay, I can't, I can do it now.
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Can I delay it, but then still also do it myself?
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If that's still a no, then they say okay, can I delegate it to somebody else, because I'm sure this is important and it must get done.
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And then the last question we ask is if everything else is a no, well then I guess can we delete it, like can this just go away and disappear, and our argument is actually the opposite.
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So if you want your time freedom back, if you want that clarity and serenity from owning and operating a business, you should actually be looking at things through the other lens.
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So first, can I delete it?
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Does this thing actually add value to anybody and is it in line with our mission?
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If it's a no, then just delete it and forget about it.
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If it's a yes, that we do have to do it and it's in line with our mission it serves our customer then can we delay it, and the delay phase doesn't necessarily mean you still have to be doing it, but does it have to be done right now?
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So when we consult with our clients, we want them to be laser focused on just a few things every single quarter.
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So if this thing, whatever it is, if it's an opportunity or challenge or a question that comes up, if it's not in line with what we are doing this quarter, we don't even look at it till next quarter.
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Assuming we can't delete it, we delay it till next quarter.
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If we can't get past that, it's actually urgent, it's very important and we have to handle it.
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Can somebody else delegate it?
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Or can we delegate it to somebody else and that's like that very last step before, or claiming it as something that gets on our calendar.
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If we can't delegate it, ideally we can, but if we can't, it has to be done, it's urgent, it has to be done by us.
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Then we say, okay, that thing does make it to our calendar.
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We still try to push things off as long as possible and say like, okay, I'm in the middle of writing an email right now.
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Can this wait, like a day or an hour?
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So you just want to get out of that squirrel brain mentality is really what we're getting at.
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So we try to delete, delay, delegate and then, if we have to, we do as the business owner or entrepreneur.
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We call those things above the golden line.
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Everything that you have to do is the golden line.
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Those are the things that you should be doing.
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If you want to grow your business, those are the things that grow your business.
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If you want to reclaim your time, those are the things that grow your business.
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If you want to reclaim your time, those are the things that are going to help you get more time back.
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Or if you're just serving your customers at a high level, those are the things that you're focused on.
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So it's this framework that we teach our clients, to give them the freedom of decision making, because that's the thing that really bogs most people down is just making useless decisions in most cases.
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So we start there and then we can talk about what we're actually doing.
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Now you mentioned a golden line.
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Tell us a little bit more about that, and how does that work into the business framework?
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Yeah.
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So the golden line is, if you were to picture that framework kind of stacked on top of each other delete, delay and delegate are all below that line.
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If it's above that line, those are owner or CEO type tasks that need to be done.
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So think of things like your strategic planning.
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You're planning your company vision, making your execution map, hiring.
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In some cases these are the things that they produce the biggest outcomes and they take the least amount of hours typically to do.
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So if you run through that filter, you decide you do have to do something, whether it is the hiring or the strategic planning.
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Then you put it on your calendar.
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So we just say we call it above the golden line because kind of a metaphor for, like, those are the things that should be making the company the most money in the long term and that's why the CEO ultimately has to do them.
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Same thing at you know any fortune 500 company.
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You look at what the CEO does.
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It is usually the most profitable work.
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They're planning for the future, setting the company up for profitable success and growth.
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So when you start to think about your time in that way, we take those things and put them on your calendar so they actually get done, and they get done first and in priority.
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So that's why everything else becomes sort of meaningless at that point.
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Because if you know that that one activity let's just say that next Monday morning you were to block out four hours on your calendar for the next quarter's strategic plan If you could knock out your whole strategic plan and then you identify that you're actually going to be able to grow your company's revenue by 35% with this plan, why would you do anything else like answering an email, sending a text, scrolling on social media, whatever it is?
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If the side-by-side comparison is, I can either sit down for four hours and grow my revenue by 35% or I can like a post on Instagram, any normal person would slap themselves if they chose Instagram.
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So we just want to get people in that mindset of saying is this the right work for me, is this what I should be focused on and is it in line with my vision?
00:19:39.179 --> 00:19:42.275
And when you can kind of get there quickly, that's the whole thing.
00:19:42.275 --> 00:19:45.672
It's getting in that habit of just being able to answer that question very, very quickly.
00:19:46.574 --> 00:20:07.305
Now, would that work with even the small business owners who don't, the small business owners who don't have many employees, only have two or three employees, where the CEO or the owner of that store may have to do some of those things below that golden line?
00:20:08.309 --> 00:20:10.238
Yeah, and there's no shame in that either.
00:20:10.238 --> 00:20:14.900
So don't let me sound like I'm saying that you should feel bad for doing it.
00:20:14.900 --> 00:20:16.663
We've all been.
00:20:16.663 --> 00:20:22.652
If you've started a business, you've probably bootstrapped it or been by yourself, at least in the very beginning.
00:20:22.652 --> 00:20:28.374
Very rare scenario where you're funded by a venture capital and you have immediately a team of 50 people.
00:20:28.374 --> 00:20:32.752
So I'm not talking to those people, but for everybody else, the normal people like us.
00:20:32.752 --> 00:20:37.541
No, but we still want to go through this framework because you want to start to identify.
00:20:37.682 --> 00:20:40.814
What are the things that I'm saying I can delete?
00:20:40.814 --> 00:20:44.603
What are the things I'm saying I can delegate, because you'll start to see patterns.
00:20:44.603 --> 00:20:59.923
You can still delete and delay even without a team, but the delegate one is the big piece, because I actually even have a setting on my calendar to any meeting that comes up or any tasks that I do that I believe could be delegated.
00:20:59.923 --> 00:21:03.997
I classify it as a different color and I put it on my calendar.
00:21:03.997 --> 00:21:11.117
When I review my week, I look at how many hours I spent doing delegatable tasks and I will review what they are.
00:21:11.117 --> 00:21:26.903
If there's a common theme in those, I can say, okay, maybe I can either hire somebody to do this specifically, depending on how many hours it is, how much revenue is produced by doing it, or I can maybe outsource it to a VA, or we can build that into somebody else's work.
00:21:26.903 --> 00:21:36.635
There's a lot of options you can do, but what I want to know before I just start hiring people willy nilly for no, is what are those specific things that I believe I can delegate?
00:21:36.635 --> 00:21:43.517
Same thing with my business partner, and maybe we can combine our calendars to say we're both wasting combined.
00:21:44.159 --> 00:21:44.460
I don't know.
00:21:44.460 --> 00:21:52.097
Let's pick out a number 15 hours a week on delegatable activities, things that do not have to be done by us but are important enough to be done.
00:21:52.097 --> 00:21:54.996
Let's hire a VA for 15 hours a week.
00:21:54.996 --> 00:21:58.114
We'll identify and build processes for these specific things.
00:21:58.114 --> 00:21:59.016
So there's no questions.
00:21:59.016 --> 00:22:14.887
There's no really onboarding, a training period, and as soon as we can get to that point, we can then hire that person and reclaim 15 hours of our time, versus the normal path is just saying, ah, I'm overwhelmed, I don't know what to do.
00:22:14.887 --> 00:22:17.555
Let's hire three people and hope they can pick up the slack.
00:22:17.555 --> 00:22:38.696
When you do that, you throw people into chaos and they hate their jobs and they're also ineffective and you think they're bad employees, but mostly because you just haven't trained them or told them really what the outcome is that they should be getting Now somebody's probably going to ask me if I don't ask you this question, what is the neon sign behind you and what is that?
00:22:39.176 --> 00:22:45.001
Obviously it's a question upside down question mark, but what is the symbolism of that?
00:22:45.021 --> 00:22:46.623
I host a podcast as well.
00:22:46.623 --> 00:22:47.202
It's called Harmonious.
00:22:47.202 --> 00:22:56.367
At Lunch it's on all podcast platforms and YouTube if you want to go check it out.
00:22:56.367 --> 00:23:00.675
But yeah, so the question mark behind me, that is our logo.
00:23:00.675 --> 00:23:02.174
So I can't tell.
00:23:02.174 --> 00:23:04.037
Now I think my screen is reversed.
00:23:04.037 --> 00:23:10.076
The way it should look is what if our company name is spelled with a D W-H-A-D-I-F?
00:23:10.076 --> 00:23:13.759
That is supposed to be the D in the word.
00:23:13.759 --> 00:23:14.381
What if?
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